人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_06.docx

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1、CHAPTER6ORGANIZATIONA1.STRUCTUREANDDESIGN1.earnincoutcomesAfterreadingthischapter,studentsshouldbeableto:6-1.Describesixkeyelementsinorganizationaldesign.6-2.IdentifythecontingencyfactorsthatfavortheIiwchanisticmodelortheorganicmodeloforganizationaldesign.6-3.Compareandcontrasttraditionalandcontempo

2、raryorganizationaldesigns.6-4.Discussthedesignchallengesfacedbytodaysorganizations.ManagementMythMYTH:Bureaucraciesareinefficient.TRUTH:Bureaucraticorganizationsarestillaliveandwellandcontinuetodominatemostinedium-sizedandlargeorganizations.SUMMARYThischapterdiscussesthekeyconceptsandtheircomponents

3、andhowmanagerscreateastructuredenvironmentwhereemployeescanworkefficientlyandeffectively.OncetheOrganizatioifsgoals,plans,andstrategiesareinplace,managersmustdevelopastructureIhalwillbestfacilitatetheattainmentof(hosegoals.VVHATARETHESIXKEYE1.EMENTSINORGANIZATIONA1.DESIGN?A. Introduction1. Organizin

4、gisthefunctionofmanagementthatdetermineswhatneedstobedone:howitwillbedone;andwhois(odoit.Itcreatestheorganizationalst11cture.2. Organizationdesigndecisionsaretypicallymadebyseniormanagers.3. BasicconceptsoforganizationdesignwereformulatedbymanagementwriterssuchasHenriFayolandMaxWeberintheearly1900s.

5、4. Theseprinciplesstillprovidevaluableinsightsintodesigningeffectiveandefficientorganizations.B. WhatIsWorkSpecialization?1. Traditionalview:a) Workspecializationisdividingworkactivitiesintoseparatejobstasks.J)Individualsspecializeindoingpartofanactivity.2) Workspecializationmakeseflcieniuseofthediv

6、ersityOfskillsthatworkershold.b) Sometasksrequirehighlydevelopedskills：ocherslowerskilllevels.c) Excessiveworkspecializationorhumandiseconomies,canleadIoboredom,fatigue,stress,lowrremployeeefficiency,hutitisimportanttorecognizetheeconomiesworkspecializationcanprovideaswellasitslimitations.C. WhatIsD

7、epartmentalization?1. Traditionalview:1) Departmentalization-commonworkactivitiesaregroupedbacktogethersoworkgetsdoneinacoordinatedandintegratedway.2) TherearcfivecommonIbrmsofdepartmentalizalion(secExhibit6-2).3) Functionaldepartmentalization-employeesbasedonworkPerfornlCd(e.g.,engineering,accounli

8、ng,inlb11nationsyslc11s,humanresources)4) Productdepartmentalization-employeesbasedonmajorPnXiUClareasinthecorporation(e.g.,WomCrfSfootwear,mensfootwear,andapparelandaccessories)5) Customerdepartmentalization-employeesbasedoncustomers,p11)blemsandneeds(e.g.,wholesale,retail,government)6) Geographicd

9、epartmentalization-employeesbasedonlocationscn-cd(c.g.,North.South,Midwest.East)7) Processdepartmentalization-employeesbasedonthebasisofworkorcustomerow(c.g.,testing,payment)2. Todaysview:a)Manycompaniesareusingcross-functionalteams,whichareteamsmadeupofindividualsfromvariousdepartmentsandthatcrosst

10、raditionaldepartmentallines.D. WhatareAuthorityandResponsibility?1. Traditionalview:a) Thechainofcommandisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowest,andclarifieswhoreportstowhom.b) Authorityreferstotherightsinherentinamanagerialposition-togiveordersandexpecttheor

11、derstobeobeyed.c) Eachmanagementpositionhasspecificinherentrightsthatincumbentsacquireironthepositionsrankortitle.1) Authorityisrelatedtoonespositionandignorespersonalcharacteristics.d) Whenmanagersdelegateauthority,theymustallocatecommensurateresponsibility.1) Whenemployeesaregivenrights,theyassume

12、acorrespondingobligationtoPerfOrmandshouldbeheldaccountableforthatperformance.2) Allocatingauthorityw,ithouiresponsibilitycreatesOPPOrIUnilieSforabuse.3) Nooneshouldbeheldresponsibleforsomethingoverwhichheorshehasnoauthority.2. Whatarethedifferenttypesofauthorityrelationships?a)Theearlymanagementwri

13、tersdistinguishedbetweentwoformsofauthority.1) 1.ineauthorityenlitleamanagertodirecttheworkounemployee.(a) Itistheemployer-employeeauthori(yrelationshipthatextendsfromtoptolx)iton.(b) SeeExhibit6-3.(c) Alinemanagerhastherighttodirecttheworkofemployeesandmakecertaindecisionswithoutconsultinganyone.(d

14、) Somelitnesthe(ermlineisusedtdifferentiatelinemanagers11)11stamanagers.(e) 1.ineemphasizesmanagerswhoseorganizationalfunctioncontributesdirectlytotheachievementofOrganizalionalbjec(ives(e.g.,productionandsales).2) Staffmanagershavestaffauthority(e.g.,humanresourcesandpayroll).(a) Amanagersftnctioni

15、sclassifiedaslineorstaffbasedontheorganizationsobjectives.(b) Asorganizationsgetlargerandmorecomplex,linemanagersfindthattheydonothavethetime,expertise,orresourcestogettheirjobsdoneeffectively.(c) Theycreatestaffauthorityfunctionstosupport,assist,advise,arlgenerallyreducesomeoftheirinformationalburdens.(d) Exhibit6-4illustrateslineandstaffauthority.3. WhatisUnityofCommand?a) Thechainofcommandisthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestandclarifieswh